All year round, in the applications we receive, we see there is still a significant level of disadvantage among children and young people in the UK. To address that and give every child the opportunity to reach his or her potential seems to me about the most important task that faces our society.

How does that relate to existing public and voluntary services?

We come into a lot of contact with people in the voluntary sector. It is really important that they are aware of what we are thinking and vice versa if we are to maximise the money we raise – £38m last year. In terms of us solving or providing the range of solutions required to address the myriad disadvantages experienced by children and young people requires co-ordinated action by all the stakeholders.

How has the downturn affected your fundraising?

We were very concerned last year, and then we took the highest amount ever. Our supporters understood that, in a recession, the most vulnerable people, including children and young people, get hardest and quickest hit. I'm sure they'll continue to understand that. Many people have grown up with Children in Need and understand it makes a difference to people who actually aren't very far away from them. But also, more broadly, when we make the call to action we have no selfish interest in the money ourselves. We do this on behalf of the hundreds of projects that we are able to support. And a lot of those are very small organisations that don't have a high profile and don't have the infrastructure to fundraise themselves.

What is your background?

My first job was as a research assistant for an MP, but I realised I didn't want to simply pursue a career on the political ladder. In the heart of the last recession, I qualified as a chartered accountant. That gave me solid professional background. I then worked for the British Red Cross, and joined Children in Need as director of operations in 2000.

What made you join Children in Need?

Having the agility of a small organisation with the firepower of a large organisation is fantastic. At the heart of what is a massive organisation, with the power of the BBC closely associated with it, is a team of just a few dozen people, who can really determine the future direction for the charity.

What's your leadership style?

With a staff of 70 people, we are still at a size where I can have contact with each member of staff, and I hope people see me as positive.

Are you a technocrat or an enthusiast?

Bit of both. People never truly forget you're a chartered accountant. I care a great deal about what we do, and if my hair sticks up in the air it's a good idea to avoid me for a few minutes, but mostly I'm even-tempered.